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[Note from Jim R-D. ISC’s network of colleagues from around the world is finding many ways to engage you in the experience of vibrancy and outcomes of abundance. This invitation comes from our colleague Maureen in Ohio.]

In this post, we invite you to experience greater organizational vibrancy and business results. We define organizational vibrancy and invite you to get involved by taking a vibrancy assessment. An understanding of vibrancy along with your assessment scores will support you in choosing agreements that allow you to flourish.

Mike runs a highly successful organization that has made significant progress against its strategic goals over the past 18 months. Now, the leadership team is looking forward to determine what they need to put in place organizationally (and what barriers they need to remove) to accomplish some very aggressive goals. To support this process, Mike asked the leadership team to take the organizational vibrancy assessment. Each leader provided an individual response and the data were synthesized to create an organizational picture from which he determined recommended organizational changes. These results are part of the next leadership off-site to plan for the upcoming year. The information gathered was very helpful in identifying very specific actions and will also help leaders revise how they look at organizational change. One of the most valuable elements of the vibrancy assessment is helping leaders change their paradigm about leading change to be more comprehensive.

Organizational Vibrancy – We know the positive feeling we experience in places we love to go, homes we enjoy visiting, conversations we relish. We call this experience of vitality “exuberance and flourishing community vibrancy.” People feel it and seek greater vibrancy, whether consciously or subconsciously, to guide their interactions with others. To enable organizations to attract and retain the best talent, and engage in the most effective business practices, Jim Ritchie-Dunham, President and researcher at the Institute for Strategic Clarity and an adjunct researcher at Harvard, created a study to identify key factors that could help us improve our overall organizational vibrancy and outcomes. You can use the survey findings to guide your actions in improving your organizational vibrancy. This study is part of Dr. Ritchie-Dunham’s ongoing research, and is being offered at no cost to you, your organization, or participants in your organization.

Why Care? By understanding where your organization excels and where it falls short, you will be able to address challenges and build on your strengths to create more vibrancy and greater success. Our goal is to support vibrant, sustainable organizations that will attract and retain the best talent, and continue to build a sustainable community that will renew itself for the next 100 years and beyond.

Questions. If people care about the vibrancy they experience in an organization, and it is an attractor for business and talent, what are its characteristics? Can people discern higher and lower levels of it? What is the role of leadership in the experience of vibrancy in a group? Do all groups within an organization have access to this higher vibrancy or does it depend on the resources the group has? Does this higher vibrancy lead to stronger, more sustainable outcomes?

What We See. Jim Ritchie-Dunham and the research team from the Institute for Strategic Clarity, including leaders from diverse disciplines, have surveyed over 1,400 individuals about the groups in which they participate. The survey participants and the data told an interesting story. In some of the groups, the survey participants experienced total scarcity, in others some scarcity and some vibrancy, and in still others they experienced deep vibrancy. They told us that in the groups where they experienced greater vibrancy, they also experienced a higher quality in the group’s leadership. They also shared that where they experienced greater overall vibrancy, they experienced a greater connection to five key elements:

self

others

the group

process of innovation

source of creativity

The interesting and counter-intuitive finding is that these relationships are experienced at similar levels of health: when any relationship is strong, the others are also relatively strong, and when any relationship is weak, the other relationships are also relatively weak.

Implications. These findings fly directly in the face of prevailing theories of economics, where one relationship (e.g., the self, the other, the group, nature, spirit) prevails over all relationships. If there are, indeed, groups where people experience a deeper vibrancy, and these groups seem to have similar characteristics, what does this mean for how we engage in groups together? Can we, as an organization, identify these characteristics and the organizations that have them? How do we share best practices with other groups within the community to raise the overall community vibrancy measure? How do we create tools to help organizations within our community increase their vibrancy, as the drive to improved vibrancy will happen with one organization at a time?

How Will We Do This in the Long Term? We are just undertaking the data-gathering phase of this plan. After we have a comprehensive picture of the organizational vibrancy experienced across seven key dimensions, we will create a more concrete action plan with our clients. Our initial plan includes the following:

Identify top performing organizations across multiple sectors (city and state government, business and nonprofit)

Create approaches for top performing organizations to share their best practices and tools

Create tools for medium and lower performing organizations that will allow them to become high performing organizations (the nature of the tools and method of sharing will depend on the survey results and interest among participants). We will ask for your input to determine what will best support your success.

What You Get Back Personally. For everyone who takes the online assessment, you will receive an online response that contains a spider chart of five key dimensions (relationship to self, other, group, process of innovation, source of creativity).

Follow-up Actions upon Study Completion. Jim Ritchie-Dunham has agreed to do the initial data collection and feedback at no charge to the participants. He will use this data to build his research database. Should you choose to take action after the data collection, we will formulate a proposal for next steps based on the survey findings and report feedback. There is no obligation to engage in follow-up work.